As scientific and technological progress develops, it becomes more and more difficult to control a person from the outside. The result of activity increasingly begins to depend on the will and capabilities of the employee, determined by qualifications. Under these conditions, each person must determine his own behavior.

Organizations develop through innovation. But on their way, various barriers arise, including psychological ones: inertia, prejudices, stereotypes of mass, group or individual consciousness, which cause a negative attitude towards the new. To reduce their influence and convince them of the benefits of the new, it is necessary to practically show that with the innovation it will be better than before it. But at the same time, there is always a certain moment when consciousness begins to tune into the required wave, the appearance of first attention and interest. This primary attitude of consciousness towards accepting or rejecting something new is not the same for different categories of workers. This depends on their age, length of service, level and nature of education, and position in the team. Therefore, when developing an innovation, careful preparation of the socio-psychological aspects of implementation is necessary.

A positive or negative attitude towards an innovation increases gradually, so many opportunities arise to influence the formation of an attitude towards an innovation. To form a positive attitude, a specially planned system of measures to prepare for the implementation of innovations is necessary. These include psychological measures and administrative, environmental, legal measures, but taking into account psychological characteristics implementers of innovations. Highest value have diagnostic, developmental and tonic methods.

Diagnostic methods, i.e. the methods by which the individual and the team are studied make it possible to record mental states, states of knowledge, skills and abilities of the performers of innovations, the socio-psychological climate, the development of cooperation and other characteristics of the individual and the team. Data obtained using these methods serve as indicators indicating the attitude of performers towards innovations.

Developmental methods aimed at developing new qualities and properties in individuals and teams that are adequate to the situation of innovation have the greatest ability to increase the efficiency of innovation. For these methods to work, it is necessary to have a model idea of ​​the relationships that should be formed as a result of innovations, i.e. representation of innovations in human behavior. That is, when planning the innovations themselves, it is necessary to plan the development of people’s well-being and relationships during innovations. In this case, developmental methods contribute to the achievement of psychological and socio-psychological goals.

Tonic methods are methods of support, approval, participation. They are not as effective as the first two groups of methods, but they can give effect for a short time. However, in stressful situations they are able to restrain the development of negative motivation in certain circumstances arising as a result of innovation.

primary goal psychological methods– formation of psychological readiness for innovation. Psychological readiness means stable mental condition of an individual or a team, formed as a result of understanding the content and significance of the innovation and expressed in a positively active attitude towards the innovation.

Thus, readiness is not based on attitude alone. It is based on awareness of the content of the innovation, its personal and collective significance, on the goals and methods of participation of the individual or team in the innovation.

The following components of psychological readiness are distinguished:

· awareness of the production and economic need for innovation;

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PSYCHOLOGICAL ASPECTS OF INNOVATIONS

This article discusses psychological problems innovations, namely, psychological barriers as a subject of management psychology. The author defines conflicts, their classification, and analyzes methods of conflict management. In addition, the author assumes that with the correct approach of the manager to the problems of conflicts arising in the organization, when using modern technologies control them, it is possible to avoid the occurrence destructive conflicts, or transferring them into a constructive direction to achieve the goals of the organization.

As scientific and technological progress develops, it becomes more and more difficult to control a person from the outside. The result of activity increasingly begins to depend on the will and capabilities of the employee, determined by qualifications. Under these conditions, each person must determine his own behavior.

Organizations develop through innovation. But on their way, various barriers arise, including psychological ones: inertia, prejudices, stereotypes of mass, group or individual consciousness, which cause a negative attitude towards the new. To reduce their influence and convince them of the benefits of the new, it is necessary to practically show that with the innovation it will be better than before it. But with all this, there is always a certain moment when consciousness begins to tune into the required wave, the appearance of first attention and interest.

This primary attitude of consciousness towards accepting or rejecting something new is not the same for different categories of workers. This depends on their age, length of service, level and nature of education, and position in the team. Therefore, when developing an innovation, careful preparation of the socio-psychological aspects of implementation is necessary.

A positive or negative attitude towards an innovation increases gradually, so many opportunities arise to influence the formation of an attitude towards an innovation. To form a positive attitude, a specially planned system of measures to prepare for the implementation of innovations is necessary. These include measures that are strictly psychological and measures that are administrative, environmental, legal, but take into account the psychological characteristics of the implementers of innovations. Diagnostic, developmental and tonic methods are of greatest importance.

Diagnostic methods, i.e., methods by which the individual and the team are studied, make it possible to record mental states, states of knowledge, skills and abilities of the performers of innovations, the socio-psychological climate, the development of cooperation and other characteristics of the individual and the team. Data obtained using these methods serve as indicators indicating the attitude of performers towards innovations.

Developmental methods aimed at developing new qualities and properties in individuals and teams that are adequate to the situation of innovation have the greatest ability to increase the efficiency of innovation. For these methods to work, it is necessary to have a model idea of ​​the relationships that should be formed as a result of innovations, i.e., the representation of innovations in people’s behavior. That is, when planning the innovations themselves, it is necessary to plan the development of people’s well-being and relationships during innovations. In this case, developmental methods contribute to the achievement of psychological and socio-psychological goals.

Tonic methods are methods of support, approval, participation. They are not as effective as the first two groups of methods, but they can give effect for a short time. However, in stressful situations they are able to restrain the development of negative motivation in certain circumstances arising as a result of innovation.

The main goal of psychological methods is the formation of psychological readiness for innovation. Psychological readiness is understood as a stable mental state of an individual or a team, formed as a result of understanding the content and significance of an innovation and expressed in a positively active attitude towards the innovation.

Thus, readiness is not based on attitude alone. It is based on awareness of the content of the innovation, its personal and collective significance, on the goals and methods of participation of the individual or team in the innovation.

The following components of psychological readiness are distinguished:

Awareness of the production and economic necessity of innovation;

Awareness of the significance of innovation for the team;

Awareness of ways of personal involvement in the implementation of innovation.

Psychological readiness can be partial, that is, based only on some of the components mentioned above, but in this case it is essentially impossible to form a stable positive-active attitude towards innovation.

The formation of psychological readiness is significantly influenced by the participation of the team in the preparation of the innovation, the selection of executors of the innovation, and the selection of incentives.

An innovation must be previously reviewed and evaluated by the team.

The innovations that are most effectively implemented are those that have been previously discussed in teams in both substantive and procedural aspects, and even more effectively those that represent the initiative of the team.

Success largely depends on the selection of performers and innovation developers. This dependence is especially noticeable at the beginning of the development of an innovation.

When selecting initiators of the implementation of an innovation, you should pay attention to such qualities as their expressed psychological readiness for innovation, high developed ability to learning, emotional stability, developed ability to teach others, authority in a team.

When implementing innovations, attention must be paid to incentives. Not only an increase in labor productivity should be stimulated, but also the development of mental properties in the individual that reduce his resistance. Based on this, the following methods of stimulating the performer of innovations are implemented.

Predominance of positive reinforcement. Negative reinforcement, i.e., punishment, is not excluded, but it must be associated with those aspects of activity that have already been learned earlier or in the process of implementing innovation. Blame for the entire volume of activity, including that which relates to innovation, does not essentially provide a stimulating effect.

Strengthening the incentive component of control over the performer’s activities. Control must be educational and at the same time stimulating in any circumstances.

Under conditions of innovation, the importance of control increases. Essentially, the stimulating effect must precede the control actions themselves.

Paying special attention to moral stimulation, because it quickly causes better psychological effect than material.

In addition, moral stimulation is more dynamic, its range is wider, it can be formalized and informal. It is important to pay attention to the special significance of stimulation from the reference group in relation to the performer.

Strengthening the incentive value of excellence, especially good practice famous performers people under identical conditions. In this case, best practices play the role of an example of behavior.

Stimulation by work content. This type of incentive has great potential. The enrichment of the content of labor must be linked to the personal interests of the implementers of the innovation.

The system for implementing innovations can be divided into four main stages:

Analysis of the production situation and design of innovations;

Implementation;

Development of innovation;

Analysis of the results of innovation implementation.

At the first stage of analyzing the production situation and designing an innovation, the manager must determine the degree of compliance of the innovation with the environment of its implementation.

It is necessary to take a set of measures to overcome the organizational and functional reasons for the resistance of the organization’s personnel to innovation:

Study the actual state of the organization, the economic, legal, technical and technological preparedness of individual units, departments, services or specialists;

Justify the futility of continuing work without innovation in production;

Study the nature of the projected changes in the functional structure;

Assess the competence of the management staff;

Study the level of staff training for innovation;

Determine current and future objectives when planning innovation.

To ensure that material and financial reasons do not slow down innovation, the manager must develop alternative options for innovation, carry out their economic and social expertise and evaluate the consequences of all options:

Identify the availability of time and necessary capital investments for innovation;

Assess the material incentives for innovation participants.

It is necessary to solve the problems of overcoming the socio-psychological reasons for resistance to innovation, and to study at the same time:

Possible reaction of formal and informal groups in the team;

Opportunities to initiate changes by informal team leaders;

Values ​​and socio-psychological traditions of personnel.

A set of measures should also be provided to weaken the information reasons for staff resistance to innovation:

Analyze staff awareness regarding the essence of innovation options;

Assess the nature and characteristics of the social expectations of staff regarding innovation;

Take into account staff suggestions in connection with the planned innovation, involve people in planning changes.

At the implementation stage it is important that labor collective could benefit from the introduction of innovation. It is necessary to constantly inform staff about the progress of innovation implementation. The role of the manager at the stage of development of innovation in to the greatest extent innovative. Here you need:

Identify unplanned content in the innovation;

Identify features creative development innovations by the organization itself;

Assess the nature of changes in management operations.

management innovation staff

On final stage innovations the manager should:

Summarize the innovation;

Compare the results of the innovation with the planned results of activities;

Analyze the progress of implementation of the target comprehensive program for introducing innovations, reasons for deviations;

Assess the modification of the organization itself as a result of the introduction of innovation.

The algorithm for managing resistance when implementing change includes:

Creating a launching pad, a kind of “preparing the ground”, for which plans for changes are developed, their stages are determined responsible persons, resources, impact patterns;

Creating an atmosphere of support (information about the reasons for the changes, their benefits, the creation of groups that clearly benefit from the changes, the maximum possible inclusion of employees in the process of preparing changes, discussing them, justifying the need, neutralizing sources of resistance through concessions and material incentives);

Implementation of educational and training programs that promote favorable perception of change;

Firmer use of power.

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Currently, technologies that allow employers to reduce personnel costs and provide the company with the necessary employees are becoming increasingly popular.

Such a service as outstaffing appeared on the domestic market relatively recently. However, it is already attracting interest from companies that want to reduce administrative and financial burden while maintaining direct management of employees and increasing the actual number of jobs.

This innovation is not always welcomed by line managers and employees. In addition to the desire of management, who are based on economic benefits for the organization, there is another side this phenomenon- the attitude of the organization’s staff to the upcoming innovation. Attempts to build control systems will end in failure and will not justify the investment if they are not sensitive to the influence of the human factor.

In view of this, the HR manager should pay attention Special attention how employees perceive these proposals and what exactly causes them to protest.

Outstaffing is one of the forms of optimization of work with personnel, which consists in removing personnel from the company's staff.

How exactly does this happen? The provider company becomes the formal employer for the client company’s employees and undertakes full responsibility for them. The provider registers employees on its staff and is responsible for paying salaries, taxes, and managing personnel.

This is very similar to staff leasing. At the same time, there are certain differences between leasing and outstaffing, the main one of which is that the first is used by companies when additional resources are needed for temporary work, and the second is used if the company wants to reduce costs. Sometimes outstaffing is used not to reduce costs, but to formally increase the attractiveness of the company. In fact, the main task is to reduce the number of officially working employees in the company - then all indicators will look different: indicators calculated per employee, profit, sales.

The main prerequisites for using outstaffing in companies are usually:

the desire to concentrate on your business and the need to reduce administrative and financial burden while maintaining direct management of employees;

the need to reduce the number of employees in the staffing table, the desire to relieve the company of obligations to labor relations with an employee;

the desire to ensure maximum flexibility in personnel management and compliance of the number of labor with the actual volume of work.

By resorting to a reduction in the number of employees in the staffing table, the company does not actually lose qualified personnel, since jobs remain occupied without changes and workers continue to perform the same functions that they performed before. While the volume of administrative and accounting functions is reduced, the actual management of the work of employees is maintained. In addition, administrative costs for personnel management are reduced.

At the same time, there is back side outstaffing. It is impossible to talk about the readiness of the staff to unconditionally accept these changes. Therefore, in our opinion, the main stage in the implementation of an outstaffing project is working with personnel.

Let's leave all legal and economic issues on this topic aside and consider the psychological component of the process of adopting an innovation.

No matter how sad it may sound, conflict-free implementation of changes in conditions of cooperation of the entire team is the exception rather than the rule. And even more so if we talk about such an insufficiently known system as outstaffing, which can be perceived differently by employees of the organization. Essentially, organizational resistance is a reaction social system on the impact and can be considered as feedback. Thus, it is one of the natural phenomena of organizational life that one must try to understand and then effectively work to overcome resistance and use it to more effectively manage change.

Reasons for resistance

Let's consider the possible causes of resistance.

Mistrust

The main problem that an HR manager will face in the practice of outstaffing is distrust on the part of the staff. The reason that prevents people from accepting the need for innovation is the fear of losing their job. The unknown is always scary; moreover, the longer the work experience, the higher the commitment to the company, the greater the fear of losing it.

In order to overcome mistrust, preliminary preventive work should be carried out even before the introduction of an innovation. That is, you need to prepare the ground for a favorable perception of the offer.

The phenomenon of outstaffing can be presented in a promising and advantageous light even without regard to the company, for example, by citing specific examples on specific names and numbers and, most importantly, describe the result.

The result of such a campaign is beneficial not only for management and the bottom line, but also for the staff themselves, since all positive changes affect the employees.

Regarding mistrust, one more opinion can be expressed. It is in such conditions, when there is an urgent need for organizational changes in the company and the active assistance of staff is required, that a lot can be said about the corporate culture and the degree of trust of the company's employees. This does not mean that if outstaffing initially caused violent resistance, then we can talk about low trust in management. However, everything is interconnected here. Management must provide employees with such operating conditions and such an organizational “climate” that they can accept these changes with calm and confidence. This largely depends on the informal status of the initiator of the innovation, on the degree of his influence on the staff and his authority.

It is very important to show the staff that the company is interested in their activities and that such an event as outstaffing is by no means a reduction in personnel.

If you value your employees and they know it, it will be easier for you to overcome this psychological barrier.

Feeling out of control

The feeling that this process leads to a result unknown to employees, that this is needed only by those who will benefit from it (that is, those who offer), and nothing depends on the employees themselves and they cannot influence the process of introducing innovation, also is one of the reasons for resistance to innovation.

In order to eliminate it, it is necessary to fully and clearly inform the staff, familiarize them with all the legal and economic nuances of outstaffing, so that not a single unclear point remains. Only when a person knows what is being offered to him and is aware of all the conditions can he make an adequate and correct choice.

For this reason, resistance is a desire to preserve those accepted traditions, norms and principles that the resisting party considers valuable and preferable to the proposed ideas and programs.

To overcome resistance, it is necessary to understand what is valuable for the staff that can be lost as a result of the implementation of the change project, how it can be compensated (in whole or in part), where a compromise can be made.

In this case, it is better to involve an independent consultant, whose conversation with the staff can lead to more objective information and a systematic presentation of the staff’s vision of the situation.

Threat to status

If an employee feels a threat to lose his status, autonomy (which is more relevant to personnel senior management, heads of departments, deputies), then it is necessary to provide guarantees in the preservation of these values. Moreover, the subsequent equality of workers who were on the same conditions in the initial situation must be observed, and there should also be no obvious advantages or personal gain for the person who initiates the innovation.

Most people who resist change are initially ambivalent about it, seeing arguments both for and against change. And only unjustified and/or untimely pressure provokes them to resist, as they strive to maintain at least minimal control over the situation. People resist change because of fear and fear of loss. Therefore, narrow proprietary interests, misunderstanding and lack of trust, different assessments of the situation, low tolerance for change can “block” innovation if excessive pressure is put on employees.

Team influence

In order to use the power of the team itself to overcome resistance to innovation, it is necessary to identify who is a strong supporter of change and who is Negative influence for the implementation of innovations. Often the reasons lie in the importance and position of the reference group.

Such negative pressure at an informal level can play a large role in the decision-making of an individual employee. And the positive example of an informal leader can push doubting people to the right decision.

Lack of interest

If the HR manager observes an indifferent attitude on the part of the staff towards the proposed innovations, it is worth asking the question: How adequately was the need to implement the project presented? Maybe the employee underestimates the importance of the upcoming ventures?

In order for staff to be interested, they need to be motivated. What is the incentive for workers in this case? Without internal motivation (desire to act for the benefit of the organization, loyalty), as well as extrinsic motivation(personal interest, privileges, remuneration), there is no need to talk about active support for the imposed proposals. When introducing changes, you need to think about how to motivate an employee whose interest in innovation is not so obvious.

Stages of resistance

Staff resistance is an inevitable backlash to innovation and can be viewed as a dynamic phenomenon. Let us note several stages of resistance that an employee goes through on the way to accepting change.

01 Inaction (inertia) - after information about new plans appears, many employees feel insecure, show indecisiveness, and are full of doubts. At this time, you should be very receptive and flexible to any manifestation of employee attitudes.

02 Denial of innovation - a significant part of employees are skeptical and do not recognize the feasibility of implementing the developed plans to improve activities. Here we can talk about such a psychological barrier as the barrier of tradition, which is more pronounced the more time the employee has been included in the existing organizational system. On at this stage a confident, active position of the innovation initiator is required.

03 Irritation - if the implementation of planned changes continues, then some employees with irritation may actively protest against this. At this stage, it is important to prevent excesses from occurring, not to put open pressure on employees and to continue positioning the innovation.

04 Discussion and negotiations. At this stage, an attempt should be made to reach a compromise (through discussion and negotiation) by partially accepting the proposed plans, minimizing risks to workers and ensuring reliability.

05 Decline in resistance to change - due to the need for change, employees are forced to accept proposals. The result will be either passive behavior, which will ultimately result in a decrease in opposition, or active behavior in favor of implementing the project.

06 Acceptance, approval of changes - staff have the opportunity to observe the benefits of implementing improvements; the implementation of the innovation becomes obvious. Gradually, most employees accept the changes. It is important that those who fully embrace change are immediately involved in implementing improvement projects.

Types of psychological barriers

To understand the essence of the reasons for staff resistance, let’s consider the types of psychological barriers in the context of introducing innovations. 1. Barrier of professional incompetence. It is associated with a lack of understanding of the essence of innovation due to low economic and legal preparedness. 2. Reinsurance barrier. The essence of this barrier is that team members fear that the innovation may have negative consequences. Therefore, they prefer to stay in their existing positions and not take risks. 3. Barrier of habit. One of the most important subjective difficulties when accepting innovations by staff is the need to change existing ways of operating, adapting one’s value system, including the system of socio-economic values, to the new formal conditions of activity. This barrier is more pronounced the more long time a person was included in a specific social, organizational system. Since young people learn innovations more easily, this psychological barrier is most pronounced among team members with more work experience. 4. Innovator barrier. The essence of the innovator's psychological barrier is manifested in distrust of people whose goal is to transform the collective economy.

To overcome these psychological barriers, that is, to create conditions conducive to the formation of readiness to accept new form property, it is necessary for experimenters to perform the following series of tasks:

a) building trust in the upcoming innovation. To ensure trust in the upcoming innovation, it is important for the change initiator to confirm his competence (his social status), as well as create a positive image in the eyes of employees.

expressing judgments with which the interlocutor agrees;

presenting oneself as a person knowledgeable on a specific issue;

confident presentation of information;

b) increasing the legal competence of members of the organization. In order for a person to make a decision regarding a phenomenon, it is first of all necessary that he have a sufficient understanding of it. In particular, the degree of awareness determines the degree of confidence a person has in his choice. To do this, it is necessary that a person is well versed in the issue of outstaffing. In view of this, the employee’s legal literacy is a necessary condition for the possibility of making a decision on transformation;

c) overcoming fear of change (fear of losing a job, fear of something new). The imposition of innovation can lead to increased anxiety due to the fear of losing workplace, mutual claims and mistrust. Fear is overcome by explanations and demonstration of examples of the positive impact of innovations on an employee’s career;

d) showing the advantages and benefits of upcoming innovations. This task is to create a positive image of the upcoming reorganization. Since personal benefit as a result of the transformation is relevant for each employee, it is necessary to show him the winning sides. Workers need to be made aware of the advantages and benefits that will accrue from change and how the gap between actual and desired conditions will be bridged;

e) discrediting the real social status. It is necessary, using methods of persuasion, to show a person and bring him to the conclusion about the need for change. A number of illustrative examples with similar initial conditions should be given;

f) rallying supporters of the transformation. It is necessary to create conditions that would facilitate closer communication between supporters of innovation, mutual understanding, exchange of experience, feelings and experiences, and also immediately include these workers in the process of project implementation.

A few words about what the employee himself can do to feel more confident and understand what this innovation means to him? The general answer should consist of answers to the following questions:

What is the meaning of this transformation for me?

How do these proposals make sense for the organization?

Are there any alternatives?

Are there any best options choice?

Should I do things differently? Is it possible? And what will this lead to?

Do I need to sacrifice anything? What exactly?

How important is the need for these sacrifices to me?

Is change really necessary?

Are these ideas realistic?

Can someone in this situation improve their situation at my expense?

Ways to overcome resistance

The most delicate way to overcome resistance is to “inform”, the toughest is to “force”... Inform! Top management must communicate directly with employees and provide them with information about what needs to be done, why and how changes should be made, what they will get out of it and why the company needs employee activity and support. Theoretically, if employees are convinced of the need for the measures being taken, they willingly participate in the changes. This method requires a lot of time, especially if you need to cover big number employees.

Provide information on time. The lack of information gives rise to doubts, causes a state of uncertainty, contributes to the spread of rumors and speculation, which can undermine the trust of employees in managers and senior management of the organization.

Provide information to the required extent. A common mistake is to provide too much information at once. large quantity information. In order to understand and comprehend information, employees need some time. Therefore, the more information, the more time it takes to understand it.

Disseminate information using simple means and using analogies, examples, different kinds lectures, discussions, conferences, including the media. Use brochures, bulletin boards and newsletters, letters. Get involved! The main task that reform initiators must solve first is to create conditions for a positive reaction from subordinates to the message about reforms and actively involve them in the implementation of an innovative development option for the company. The change participants involved in the process support them not just willingly, but with interest. This method requires a lot of time and complete mutual trust of the parties. Involve informal leaders, leading specialists, existing trade unions and other groups in the decision-making process. Stimulate! Turn cons into advantages in the simplest way financial incentives. In exchange for support, you can provide certain benefits to employees. This is a relatively simple way to overcome resistance. remember, that individual approach more productive. Eliminate and remove those aspects that demoralize and demotivate individual workers and employees. Don't start revolutions! People will not be ready for revolutionary actions if they themselves do not like them. Why destroy the old if it's not so bad? Follow the principle “the slower you go, the further you will go,” however, do not drag out the process so that you have time to forget about it…. Remember that changes are more likely to be accepted by those who are dissatisfied with their activities, labor conditions, if you offer them exactly what they need. Let strategic change occur through gradual, minor changes over a long period. Conflicts should be resolved through compromises, deals, and may be moves in leadership or delegation of authority. A crisis? Together we can do it! Outstaffing can be considered as a necessary measure in a crisis situation. We must try to convince staff that a crisis is inevitable and that appropriate measures need to be taken. Constantly pay attention to the need for change. The urgent need and inevitability of change must be brought to the consciousness of employees. To achieve this goal, you can use a method of comparing the organization with the most successful competitors (benchmarking), analyzing customer satisfaction, illustrating the unsatisfactory state of affairs using indicators indicating a deterioration in the organization's performance. Communicate clearly to everyone that in the future, when working in extreme conditions, the existence and even survival of the organization may be at risk. No support? Put off the project for a while if the resistance is too great, otherwise you may not only ruin current relationship, but also make it difficult to implement innovations in the future. Force? This is the worst thing you can do for yourself and your employees.…

Types of personnel innovations

personnel innovations are classified according to the following criteria: a) according to the phases of employee participation in the educational and labor processes: innovations in the field of training (educational innovations), search, selection of personnel, use, career planning, retraining and advanced training, work with elite personnel, and also in the process of staff reduction and elimination of personnel ballast; b) by objects of innovation: innovations in relation to individual employees; innovations for certain groups of workers or structural divisions organizations; innovations affecting all employees of the organization, industry, region, country; c) innovations in organizational forms that implement the innovation cycle: in research innovation structures; in design and development organizations; V production organizations(existing and newly created), using achievements developed at previous stages of the innovation process; d) by scale: innovations in individual organizations (including in the field of education), in the industry, region, country; e) according to the degree of radicality: innovations of an evolutionary and radical nature; f) by the degree of coverage of personnel systems: large-scale, systemic, local, partial, express innovations; g) on ​​the functions of personnel management: innovations in the field of business assessment of personnel, in the field of forecasting development and financial and resource provision of personnel, in the field of motivation of their activities, etc.

How to overcome staff resistance to innovation

O.A. Shipilova

Currently, technologies that allow employers to reduce personnel costs and provide the company with the necessary employees are becoming increasingly popular.

Such a service as outstaffing appeared on the domestic market relatively recently. However, it is already attracting interest from companies that want to reduce administrative and financial burden while maintaining direct management of employees and increasing the actual number of jobs.

This innovation is not always welcomed by line managers and employees. In addition to the desire of management, who proceed from the economic benefit for the organization, there is another side to this phenomenon - the attitude of the organization’s staff to the upcoming innovation. Attempts to build control systems will end in failure and will not justify the investment if they are not sensitive to the influence of the human factor.

In view of this, the HR manager should pay special attention to how employees perceive these proposals and what exactly causes them to protest.

Outstaffing is one of the forms of optimization of work with personnel, which consists in removing personnel from the company's staff.

How exactly does this happen? The provider company becomes the formal employer for the client company's employees and assumes full responsibility for them. The provider registers employees on its staff and is responsible for paying salaries, taxes, and managing personnel.

This is very similar to staff leasing. At the same time, there are certain differences between leasing and outstaffing, the main one of which is that the first is used by companies when additional resources are needed for temporary work, and the second is used if the company wants to reduce costs. Sometimes outstaffing is used not to reduce costs, but to formally increase the attractiveness of the company. In fact, the main task is to reduce the number of officially working employees in the company - then all indicators will look different: indicators calculated per employee, profit, sales.

The main prerequisites for using outstaffing in companies are usually:

The desire to concentrate on your business and the need to reduce administrative and financial burden while maintaining direct management of employees;

The need to reduce the number of employees on the staffing table, the desire to relieve the company of obligations regarding labor relations with the employee;

The desire to ensure maximum flexibility in personnel management and match the number of labor to the actual volume of work.

By resorting to a reduction in the number of employees in the staffing table, the company does not actually lose qualified personnel, since jobs remain occupied without changes and workers continue to perform the same functions that they performed before. While the volume of administrative and accounting functions is reduced, the actual management of the work of employees is maintained. In addition, administrative costs for personnel management are reduced.

At the same time, there is a downside to outstaffing. It is impossible to talk about the readiness of the staff to unconditionally accept these changes. Therefore, in our opinion, the main stage in the implementation of an outstaffing project is working with personnel.

Let's leave all legal and economic issues on this topic aside and consider the psychological component of the process of adopting an innovation.

No matter how sad it may sound, conflict-free implementation of changes in conditions of cooperation of the entire team is the exception rather than the rule. And even more so if we talk about such an insufficiently known system as outstaffing, which can be perceived differently by employees of the organization. In essence, organizational resistance is a reaction of the social system to an impact and can be considered as feedback. Thus, it is one of the natural phenomena of organizational life that one must try to understand and then effectively work to overcome resistance and use it to more effectively manage change.

Reasons for resistance

Let's consider the possible causes of resistance.

Mistrust

The main problem that an HR manager will face in the practice of outstaffing is distrust on the part of the staff. The reason that prevents people from accepting the need for innovation is the fear of losing their job. The unknown is always scary; moreover, the longer the work experience, the higher the commitment to the company, the greater the fear of losing it.

In order to overcome mistrust, preliminary preventive work should be carried out even before the introduction of an innovation. That is, you need to prepare the ground for a favorable perception of the offer.

You can present the phenomenon of outstaffing in a promising and advantageous light even without regard to the company, for example, by giving specific examples using specific names and figures and, most importantly, describing the result.

The result of such a campaign is beneficial not only for management and the bottom line, but also for the staff themselves, since all positive changes affect the employees.

Regarding mistrust, one more opinion can be expressed. It is in such conditions, when there is an urgent need for organizational changes in the company and the active assistance of staff is required, that a lot can be said about the corporate culture and the degree of trust of the company's employees. This does not mean that if outstaffing initially caused violent resistance, then we can talk about low trust in management. However, everything is interconnected here. Management must provide employees with such operating conditions and such an organizational “climate” that they can accept these changes with calm and confidence. This largely depends on the informal status of the initiator of the innovation, on the degree of his influence on the staff and his authority.

It is very important to show the staff that the company is interested in their activities and that such an event as outstaffing is by no means a reduction in personnel.

If you value your employees and they know it, it will be easier for you to overcome this psychological barrier.

Feeling out of control

The feeling that this process leads to a result unknown to employees, that this is needed only by those who will benefit from it (that is, those who offer), and nothing depends on the employees themselves and they cannot influence the process of introducing innovation, also is one of the reasons for resistance to innovation.

In order to eliminate it, it is necessary to fully and clearly inform the staff, familiarize them with all the legal and economic nuances of outstaffing, so that not a single unclear point remains. Only when a person knows what is being offered to him and is aware of all the conditions can he make an adequate and correct choice.

For this reason, resistance is a desire to preserve those accepted traditions, norms and principles that the resisting party considers valuable and preferable to the proposed ideas and programs.

To overcome resistance, it is necessary to understand what is valuable for the staff that can be lost as a result of the implementation of the change project, how it can be compensated (in whole or in part), where a compromise can be made.

In this case, it is better to involve an independent consultant, whose conversation with the staff can lead to more objective information and a systematic presentation of the staff’s vision of the situation.

Threat to status

If an employee feels a threat to lose his status and autonomy (which is more true for senior staff, department heads, and deputies), then it is necessary to provide guarantees that these values ​​will be preserved. Moreover, the subsequent equality of workers who were on the same conditions in the initial situation must be observed, and there should also be no obvious advantages or personal gain for the person who initiates the innovation.

Most people who resist change are initially ambivalent about it, seeing arguments both for and against change. And only unjustified and/or untimely pressure provokes them to resist, as they strive to maintain at least minimal control over the situation. People resist change because of fear and fear of loss. Therefore, narrow proprietary interests, misunderstanding and lack of trust, different assessments of the situation, low tolerance for change can “block” innovation if excessive pressure is put on employees.

Team influence

In order to use the power of the team itself to overcome resistance to innovation, it is necessary to identify who is a strong supporter of change and who has a negative impact on the implementation of innovation. Often the reasons lie in the importance and position of the reference group.

Such negative pressure at an informal level can play a large role in the decision-making of an individual employee. And the positive example of an informal leader can push doubting people to the right decision.

Lack of interest

If the HR manager observes an indifferent attitude on the part of the staff towards the proposed innovations, it is worth asking the question: How adequately was the need to implement the project presented? Maybe the employee underestimates the importance of the upcoming ventures?

In order for staff to be interested, they need to be motivated. What is the incentive for workers in this case? Without internal motivation (the desire to act for the benefit of the organization, loyalty), as well as external motivation (personal interest, privileges, reward), there is no need to talk about active support for the imposed proposals. When introducing changes, you need to think about how to motivate an employee whose interest in innovation is not so obvious.

Stages of resistance

Staff resistance is an inevitable backlash to innovation and can be viewed as a dynamic phenomenon. Let us note several stages of resistance that an employee goes through on the way to accepting change.

01 Inaction (inertia) - after information about new plans appears, many employees feel insecure, show indecisiveness, and are full of doubts. At this time, you should be very receptive and flexible to any manifestation of employee attitudes.

02 Denial of innovation - a significant part of employees are skeptical and do not recognize the feasibility of implementing the developed plans to improve activities. Here we can talk about such a psychological barrier as the barrier of tradition, which is more pronounced the more time the employee has been included in the existing organizational system. At this stage, a confident, active position of the innovation initiator is required.

03 Irritation - if the implementation of planned changes continues, then some employees with irritation may actively protest against this. At this stage, it is important to prevent excesses from occurring, not to put open pressure on employees and to continue positioning the innovation.

04 Discussion and negotiations. At this stage, an attempt should be made to reach a compromise (through discussion and negotiation) by partially accepting the proposed plans, minimizing risks to workers and ensuring reliability.

05 Decline in resistance to change - due to the need for change, employees are forced to accept proposals. The result will be either passive behavior, which will ultimately result in a decrease in opposition, or active behavior in favor of implementing the project.

06 Acceptance, approval of changes - staff have the opportunity to observe the benefits of implementing improvements; the implementation of the innovation becomes obvious. Gradually, most employees accept the changes. It is important that those who fully embrace change are immediately involved in implementing improvement projects.

Types of psychological barriers

To understand the essence of the reasons for staff resistance, let’s consider the types of psychological barriers in the context of introducing innovations.

1. Barrier of professional incompetence. It is associated with a lack of understanding of the essence of innovation due to low economic and legal preparedness.

2. Reinsurance barrier. The essence of this barrier is that team members fear that the innovation may have negative consequences. Therefore, they prefer to stay in their existing positions and not take risks.

3. Barrier of habit. One of the most important subjective difficulties when accepting innovations by staff is the need to change existing ways of operating, adapting one’s value system, including the system of socio-economic values, to the new formal conditions of activity. This barrier is more pronounced the longer a person has been included in a specific social and organizational system. Since young people learn innovations more easily, this psychological barrier is most pronounced among team members with more work experience.

4. Innovator barrier. The essence of the innovator's psychological barrier is manifested in distrust of people whose goal is to transform the collective economy.

To overcome these psychological barriers, that is, to create conditions conducive to the formation of readiness to accept a new form of ownership, it is necessary for experimenters to perform the following series of tasks:

a) building trust in the upcoming innovation. To ensure trust in the upcoming innovation, it is important for the change initiator to confirm his competence (his social status), as well as create a positive image in the eyes of employees.

expressing judgments with which the interlocutor agrees;

presenting oneself as a person knowledgeable on a specific issue;

confident presentation of information;

b) increasing the legal competence of members of the organization. In order for a person to make a decision regarding a phenomenon, it is first of all necessary that he have a sufficient understanding of it. In particular, the degree of awareness determines the degree of confidence a person has in his choice. To do this, it is necessary that a person is well versed in the issue of outstaffing. In view of this, legal literacy of an employee is a necessary condition for the possibility of making a decision on transformation;

c) overcoming fear of change (fear of losing a job, fear of something new). The imposition of innovation can lead to increased anxiety due to the fear of losing one's job, mutual claims and mistrust. Fear is overcome by explanations and demonstration of examples of the positive impact of innovations on an employee’s career;

d) showing the advantages and benefits of upcoming innovations. This task is to create a positive image of the upcoming reorganization. Since personal benefit as a result of the transformation is relevant for each employee, it is necessary to show him the winning sides. Workers need to be made aware of the advantages and benefits that will accrue from change and how the gap between actual and desired conditions will be bridged;

e) discrediting the real social status. It is necessary, using methods of persuasion, to show a person and bring him to the conclusion about the need for change. A number of illustrative examples with similar initial conditions should be given;

f) rallying supporters of the transformation. It is necessary to create conditions that would facilitate closer communication between supporters of innovation, mutual understanding, exchange of experience, feelings and experiences, and also immediately include these workers in the process of project implementation.

A few words about what the employee himself can do to feel more confident and understand what this innovation means to him? The general answer should consist of answers to the following questions:

What is the meaning of this transformation for me?

How do these proposals make sense for the organization?

Are there any alternatives?

Are there better choices?

Should I do things differently? Is it possible? And what will this lead to?

Do I need to sacrifice anything? What exactly?

How important is the need for these sacrifices to me?

Is change really necessary?

Are these ideas realistic?

Can someone in this situation improve their situation at my expense?

Ways to overcome resistance

The most delicate way to overcome resistance is to “inform”, the toughest is to “force”...

Inform! Top management must communicate directly with employees and provide them with information about what needs to be done, why and how changes should be made, what they will get out of it and why the company needs employee activity and support. Theoretically, if employees are convinced of the need for the measures being taken, they willingly participate in the changes. This method is time-consuming, especially if you need to cover a large number of employees.

Provide information on time. The lack of information gives rise to doubts, causes a state of uncertainty, contributes to the spread of rumors and speculation, which can undermine the trust of employees in managers and senior management of the organization.

Provide information to the required extent. A common mistake is to provide too much information at once. In order to understand and comprehend information, employees need some time. Therefore, the more information, the more time it takes to understand it.

Disseminate information using simple means and using analogies, examples, various types of lectures, discussions, conferences, including the media. Use brochures, bulletin boards and newsletters, letters.

Get involved! The main task that reform initiators must solve first is to create conditions for a positive reaction from subordinates to the message about reforms and actively involve them in the implementation of an innovative development option for the company. The change participants involved in the process support them not just willingly, but with interest. This method requires a lot of time and complete mutual trust of the parties. Involve informal leaders, leading specialists, existing trade unions and other groups in the decision-making process.

Stimulate! Turn disadvantages into advantages with the simplest material incentives. In exchange for support, you can provide certain benefits to employees. This is a relatively simple way to overcome resistance. Remember that an individual approach is more productive. Eliminate and remove those aspects that demoralize and demotivate individual workers and employees.

Don't start revolutions! People will not be ready for revolutionary actions if they themselves do not like them. Why destroy the old if it's not so bad? Follow the principle “the slower you go, the further you will go,” however, do not drag out the process so that you have time to forget about it…. Remember that changes are more likely to be accepted by those who are dissatisfied with their activities and working conditions if you offer them exactly what they need. Let strategic change occur through gradual, minor changes over a long period. Conflicts should be resolved through compromises, deals, and may be moves in leadership or delegation of authority.

A crisis? Together we can do it! Outstaffing can be considered as a necessary measure in a crisis situation. We must try to convince staff that a crisis is inevitable and that appropriate measures need to be taken. Constantly pay attention to the need for change. The urgent need and inevitability of change must be brought to the consciousness of employees. To achieve this goal, you can use a method of comparing the organization with the most successful competitors (benchmarking), analyzing customer satisfaction, illustrating the unsatisfactory state of affairs using indicators indicating a deterioration in the organization's performance. Make it clear to everyone that in the future, when operating under extreme conditions, the existence and even survival of the organization may be at risk.

No support? Postpone a project if resistance is too great, otherwise you may not only damage current relationships, but also make it difficult to implement innovations in the future.

Force? This is the worst thing you can do for yourself and your employees.…

Source www.dis.ru

THE ROLE OF THE MISSION IN MOTIVATING STAFF TO ACCEPT INNOVATIONS

Marina Vishnyakova, Business Consulting Group

Proceedings of the conference "Management in Russia: Refusal of illusions"

Any innovations in the Company are not accidental. There may be several reasons for this. Most often, this is a transition of the Company from one level of development (or phase) to another.

As a rule, the implementation of any innovations in the Company is much easier if there is an association of employees around the Company’s mission.

Developing the Company's mission is an important process of adjusting and bringing together management's implicit ideas about the goals and objectives of its business and the principles of the corporate culture that have developed in the Company by this time.

The greatest problems often arise at the stage of realizing the different priorities of goals. That is, the fact that it is impossible to make humanity happy and earn money at the same time is not immediately perceived at different levels of management in the Company.

These goals can be implemented sequentially (or one can result from the implementation of another). In this case, it is desirable that the selected priority goal meets the expectations of the external environment or market. Then the mission really fulfills its function as the unifying philosophy of the Company, promoting success in the chosen market segment.

It is obvious that compliance with all the specified requirements is not an easy process. Developing a mission is a long-term work that requires constant coordinated work by the Company’s management and all personnel. Otherwise, the mission will exist as a difficult-to-translate slogan at the entrance to the Company, which it is unlikely that any of the ordinary personnel will be able to reproduce by heart (much less explain the meaning!). The opportunity to rally the team around a mission to achieve the goals outlined in it is realized much less often.

In order for the mission to become one of the leading moral motivations, it must be “profitably sold” to the Company’s employees by management. In other words, the Company’s employees must want to “buy” the cool mission of their company, believe in it, accept all the innovations associated with it, and unite into a group of like-minded people to successfully implement the tasks arising from the mission. And then the mission becomes one of the leading moral motivations in the company, uniting personnel at different levels into a single team, forming and strengthening the corporate spirit, and so on.

We recommend several conditions for treating personnel, the observance of which can significantly reduce the period of the mission becoming ingrained in the blood and flesh of the Company’s employees as an internal motivating factor.

1. It is necessary to create continuity between the old value systems and the new ones: explain how one follows from the other, the new is the result of the positive development of the old.

2. It is necessary to consider a system of changes in knowledge - training programs, stages of distributing new instructions, options for introducing new standards of lifestyle within the organization. At the same time, it usually takes much more time to accept changes introduced from the outside than to adapt to changes associated with the general trend of the Company’s development.

3. To shorten the period of acceptance of changes in knowledge, a change in the individual attitudes of team members is required. Moreover, it is very important who will be the first to change their attitudes. These should be people who are socially significant for a given team - not necessarily formal leaders. “Pioneers” must have strong internal energy (charisma), capable of attracting at least some of the least inert employees. This is how the “core of innovations” is formed (so far only in our heads).

4. Changes in individual attitudes must be followed by changes in individual behavior. Most often, our feeling that it’s time to change something (and it’s clear what, and it’s clear how!) simply becomes a reason for lengthy discussions “in the kitchen,” at meetings, on the sidelines, in smoking rooms, in the complete absence of real action. After long and exhausting discussions about the need for changes, the illusion arises that changes have already come (or will come by themselves), while the production process continues to “go as usual.” Small victories are very important here: each new model introduced into the main process must be presented in the spirit of the mission philosophy and maintained for a long time, otherwise it will “resolve” into old habits and create a feeling that change is impossible in principle.

Management of any organization is based on the constant implementation of changes in its work. However, there may be obstacles that prevent the innovation from being fully applied. It's about about resistance to innovation demonstrated by employees who are directly involved in the change process. How to overcome such resistance?

By innovation we mean not only technical and technological developments, but also any changes that help improve the organization’s activities. In essence, resistance to innovation is a reaction of employees to unusual influence, which means it can be considered as feedback from staff. WITH psychological point In terms of resistance, it is an expression of irrational behavior, a refusal to recognize new features of reality and act in accordance with them.

There is a distinction between internal and external resistance. The first manifests itself within the organization itself: reluctance or complete refusal to participate in the change process is demonstrated by the staff - ordinary employees and managers at various levels. This resistance can be conscious or unconscious and depends on many factors, such as:

1) the quality of management in the institution (for example, the completeness of the manager’s implementation of planning and control functions);

2) the level of development of communications and information transfer in the institution;

3) professional training of workers, etc.

External resistance comes from suppliers, consumers, public organizations, competitors related to the organization in one way or another. During the implementation of changes, the impact external factors can turn into pressure or dissatisfaction due to the fact that innovations certainly affect all partners and clients of the institution.

The main tasks of the manager are to eliminate the resistance that has arisen and direct this energy in a positive direction at the stage of planning and developing an innovation policy (change plan).

Types of innovations

Innovations introduced by various organizations are classified according to many criteria. The main ones are given in the table.

Below are examples of the areas of activity of institutions and the types of innovations that can be implemented in these institutions.

Reasons for resistance

Employee resistance to innovation can arise in the following situations:

1) introduction of a new product into production;

2) organizing the provision of a new service;

3) introductions new technology production existing product or provision of an existing service;

4) improving old technologies and processes used in work;

5) changes in organizational structure;

6) changes in corporate culture and previous foundations.

The results of resistance to change can be, for example, the following:

1) personnel refuse to work or perform their duties poorly;

2) due to ignorance of new aspects of work, employees perform it illiterately, reducing the efficiency of the organization as a whole;

3) employees, uniting in groups, openly express their opinions (dissatisfaction), demanding additional changes;

4) the organization loses efficiency and is in a worse position than before the changes were introduced.

As a rule, resistance to innovation indicates a key problem - insufficient knowledge of the employee and his inability to adapt to new conditions. Let's consider possible causes of resistance and ways to eliminate them.

Mistrust. To overcome the distrust of employees, preventive work should be carried out with them even before the changes are implemented (special attention should be paid to “old-timers” with extensive work experience, since it is precisely this category of employees that, as a rule, has the most pronounced fear of everything new and unknown). It is necessary to prepare the ground for favorable perception by staff of new initiatives.

Feeling out of control of the situation. It is characterized by the following sentiments of employees: the introduction of changes leads to a result unknown to them, changes are needed only by those who will benefit from it (those who offer), nothing depends on the employees themselves and they cannot influence the process. To eliminate this problem, you need to provide staff full information about the innovation being introduced, familiarize him with all the legal and economic nuances. When a person knows what he has to do and is aware of all the working conditions, he can more adequately assess the innovation and his place in the process of its implementation.

The desire to preserve valuable- those traditions, norms and principles that the employee offering resistance considers more preferable than the ideas that accompany the changes. Here, the management of the institution needs to figure out exactly what traditions it may lose as a result of the implementation of the change plan, how this valuable experience can be compensated (in whole or in part), and what compromise can be made.

Threat to status. If an employee feels a threat of losing his status (this primarily applies to senior managers and department heads), it is necessary to provide guarantees that this value will be maintained. The subsequent equality of workers who were in the same conditions in the initial situation must be observed. In addition, the initiator of the innovation should not have obvious advantages over other employees.

Team influence. To use the power of the team to overcome resistance, you need to determine who is a supporter of the changes and who negatively influences the process of their implementation, and begin to work with these categories of employees. If the part of the work force that sets the standards for behavior is negative, this can have a corresponding effect on individual employees. And support for change from an informal leader can push doubting team members to accept innovation.

Lack of interest. If staff are indifferent to proposed innovations, one must question how convincingly the need for them has been communicated. Perhaps employees underestimate the importance of the upcoming changes. However, in addition to comprehensive information, staff motivation is also required.

Methods for overcoming resistance

How can you reduce the negative effect of introducing changes? Let's first consider several methods to solve the problem of internal resistance to innovation.

1. Creating a framework to support innovation. It is necessary to determine the circle of employees who do not resist innovation, but, on the contrary, support it. It is desirable that these employees have authority in the team and are competent in their field of knowledge, otherwise their behavior aimed at supporting innovation will encounter opposition from the so-called opinion leaders. Supporters of change will become a positive example for the rest of the staff who are not yet accepting innovation.

2. Hard control over the process of implementing changes and the prompt adoption of organizational and administrative measures against employees who are a source of resistance. If the measure of influence on an employee is a conversation with him, when choosing a method of persuasion, the individual characteristics of the person should be taken into account.

3. Redistribution of responsibilities and powers of employees to weaken their resistance.

4. Conducting trainings, organizing training courses for employees in order to introduce them to innovations in the organization.

5. Creation of a bonus system that would encourage staff to apply innovations.

With external resistance to change (from suppliers, competitors, consumers, etc.), the manager is faced with the task of establishing relationships between the organization and the external environment. Otherwise (if the innovation is rejected), there may be a decrease in demand for the updated service or product, a deterioration in the reputation of the institution, and an increase in the number of complaints from consumers. There are several ways to solve the problem.

1. Create a functioning system for collecting and processing information from service recipients. With such a system, the institution will be aware of customer preferences and will be able to take these needs into account when introducing innovations.

2. Encourage employees of all structural divisions to transfer “client” information to the management of the institution, which will allow them to find out the current needs of clients and the capabilities of competitors.

3. Build a motivation system aimed at development creative potential employees and their development of new ideas.

4. Focus on the usefulness of changes not only for the organization, but also for clients.

5. Create strong connections with counterparties and consumers.

6. Consider opinion when creating a change plan target audience. This will improve the quality of the changes themselves and the efficiency of their implementation.

Summarizing what has been said, we note that the most delicate way to overcome resistance is to inform, and the toughest way is to coerce.

Introduction of the Unified State Exam in school as an example of innovation implementation

The introduction of the unified state exam affected the entire educational process and its management system. This innovation led to a restructuring of the educational process and caused some problems - in particular, a negative reaction from students, teachers, as well as dissatisfaction with parents of students and university management. In addition, it was discovered weak sides of the specified innovation: insufficient motivational and technological readiness of the participants educational process, its simplification and algorithmization.

Let us name the main negative effects that arose in connection with the introduction of the Unified State Exam.

In order to reduce the level of dissatisfaction among participants in the educational process and avoid the listed problems, it is necessary to plan the actions of the institution both in relation to students and their parents, and in relation to teachers. For example, the actions could be as follows.

In order for the innovation (Unified State Examination) to be positively received by all participants in the educational process, The school management will need to implement the following management actions:

Create a positive information environment, including providing feedback to all Unified State Exam participants;

Develop and implement a school development strategy;

Control the content, process and results of subject teaching, and prevent a total transition to so-called training textbooks and “training for tests”;

Monitor and adjust the psychological readiness of students for the Unified State Exam (through the work of the psychological service in the institution);

Change the schedule of lessons and activities in such a way as to prevent excessive load on students;

Introduce test technologies for knowledge control that ensure high-quality learning by students educational material, at all levels of general education;

Organize additional classes and individual consultations with the invitation of highly qualified specialists;

Motivate schoolchildren to acquire knowledge by providing them with timely, detailed, objective information about the level they have achieved;

Help students choose subjects to take the Unified State Exam.

The process of introducing changes certainly involves the introduction of something new, which is not always familiar to an employee of an organization or a consumer of services. But this only means that managers have the opportunity to exploit resistance to change. as a reason to improve the efficiency of the institution. If management begins to introduce innovations competently, the institution will be able to surpass its competitors and achieve more high level satisfaction of service consumers.